“Binary is basic, so stop living your life like you’re a computer because you’re not one.” This blunt advice from David Maples challenges the oversimplified decision-making that plagues business leaders.
The Problem with Yes/No Thinking
Computers use binary logic—on or off, one or zero. It works perfectly for machines. But as Maples explains on The Buck Stops Here podcast, humans and businesses require nuanced analysis.
Most meaningful business decisions exist on a spectrum. Forcing them into yes/no categories eliminates options that might be the best path forward.
The solution: recognize “yes, no, and maybe” rather than just yes or no.
When Binary Thinking Works
Simple decisions with complete information deserve quick resolution. Maples recommends timing yourself—make these calls in under one minute.
Your initial instinct usually captures non-economic factors that deliberation might miss. Trust it for straightforward choices.
But do not confuse simple decisions with important ones. Reserve your mental energy for choices that actually exist on a continuum.
The Diversity Lesson from Biology
Maples draws a powerful parallel from nature: the Cavendish banana faces extinction because the entire commercial crop is genetically identical. One fungus threatens them all.
American alligators nearly went extinct due to population bottlenecks that reduced genetic diversity. They survived—barely—but remain vulnerable.
The business lesson: homogeneous workforces are vulnerable. When everyone thinks the same way, the organization cannot adapt when challenges arise.
Binary Hiring Destroys Opportunity
Rigid hiring criteria exemplify dangerous binary thinking:
- College degree requirements eliminate over 70 million “STARs”—people skilled through alternative routes
- GPA cutoffs ignore candidates with compelling personal circumstances
- Credential requirements limit promotions unfairly—Google’s policy requiring computer engineering backgrounds blocked talented people from advancement
Question whether your deal breakers serve strategic purposes or simply reflect bias disguised as standards.
The Generational Trap
Dismissing younger workers for valuing work-life balance is binary thinking: “young workers are lazy” or “young workers are not.”
Reality is more complex. Different generations have different values shaped by different circumstances. Binary judgments damage recruitment and poison organizational culture.
Avoiding Ossification
Long-term business experience brings a risk Maples calls “ossification”—the hardening that comes from years of accumulated rules and assumptions.
What worked before becomes “how things are done.” Exceptions become impossible. The organization loses flexibility precisely when the market demands adaptation.
Breaking Free from Binary
- Eliminate binary decisions from leadership: Delegate simple A-or-B choices to trusted team members
- Examine preconceptions regularly: What “rules” have you never questioned?
- Build diverse teams: Different perspectives increase organizational resilience
- Question deal breakers: Are they strategic necessities or convenient filters?
- Embrace nuance: Most answers are not yes or no—they are “it depends”
You are human, not a machine. The baggage of rigid rules often constrains the very opportunities you are trying to capture.
This article is based on Season 2, Episode 5 of The Buck Stops Here podcast: “Binary is Basic.”